VAN DER VALK HOTEL: A Circular Business Model Innovation Journey
Por favor, use este identificador para citas ou ligazóns a este ítem:
http://hdl.handle.net/10347/20424
Ficheiros no ítem
Metadatos do ítem
Título: | VAN DER VALK HOTEL: A Circular Business Model Innovation Journey |
Autor/a: | van der Westerlo, Bas Zwart, Tamara McDermott, Shona Morwood, Doug |
Centro/Departamento: | Universidade de Santiago de Compostela. Departamento de Economía Aplicada |
Palabras chave: | Van der Valk Hotel | Venlo | |
Data: | 2018 |
Resumo: | This report provides an overview of the circular business model innovation journey guided by the R2π project team for Van der Valk Hotel Venlo (The Netherlands). The team customised an innovation process to suit the specific needs of the company in order to help them explore opportunities to become more sustainable and circular. Due to confidentiality agreements, this report does not provide details of Van der Valk’s strategy and internal business data, rather the purpose of the report is to describe the innovation journey and tools utilised. A key challenge of the company relates to the daily business of running the hotel, a problem that persists in all hotel companies and can have an important role in eliminating negative environmental and social impacts. For over 10 years, there has been a strong sustainability ambition in the region of Venlo. From the moment the city of Venlo embraced the Cradle to CradleR principles, its motto has been ‘Realizing economic growth by boosting innovation that goes beyond conventional sustainability’. The cradle to cradleR inspired city hall of Venlo inspired the Van der Valk Hotel in Venlo. The circular principles will be embedded in rebuilding the hotel, both in the construction as well as in the interior concepts. However, the management also seeks ways how these principles can be implemented in the daily business and operation of the hotel. Therefore, Van der Valk Hotel Venlo is seeking viable business models to continue improving this situation and to create a process to continuously contribute to a circular transition. To that end, a cross-functional team from Van der Valk and R2π was brought together in workshop to gain a deeper understanding of the current business model and context within the market as well as to innovate new business models. Based on internal and external strengths, weaknesses, opportunities and threats identified within their current business model and context, they generated and explored multiple options for future circular business models. Thereafter, they further detailed these options and mapped out bold steps required to achieve the new business models. Team members identified their most critical assumptions and planned out roadmaps to allow them to test these assumptions and move forward towards implementing a more sustainable and circular business model. During this innovation process, facilitated design thinking methods and tools were used to identify opportunities on how Van der Val Hotel can innovate circular business models that increase business value while simultaneously reducing – or completely eliminate - negative impacts on the environment. Throughout the innovation journey, business opportunities were identified and explored, seeking to develop action plans that can take these ideas into practical activities and products for the company to become more circular |
URI: | http://hdl.handle.net/10347/20424 |
Coleccións
-
- EA-Outros documentos [22]